WHAT IT TAKES TO BE GREAT:

"Self-Management, Coaching, and Culture-Shaping Practices for Producing Breakthrough Performance"

There is a way to have great discipline, and have great intensity, and have people compete on a level that is hard to match and enjoy every minute of it. - Pete Carroll, Head Football Coach, University of Southern CA

Stars aren't born; rather they are made through deliberate practice - is a finding that summarizes elite performance research with athletes, performing artists, salespeople, and other professionals. Unfortunately, most organizations establish goals, and tell employees what to do, and how to execute a set of skills, but there's still a missing piece in becoming great - the decade long journey of deliberate practice. The pivotal questions for anyone aspiring to great performance are: What are the elements of deliberate practice? How can the conditions that foster it be present in my organization/team?

"What It Takes to Be Great," examines those questions from three perspectives:

Culture: While business leaders may privately yearn to achieve greatness, few companies orchestrate conditions that encourage relentless continuous improvement. In contrast, most cultures emphasize expedience and efficiency over mastery.

Coaching/managing: The coaching philosophy of granting greatness hinges on the belief that the upper limits to performance are a reflection not of an individual's past history, but of the possibilities a manager and team member can imagine and co-create.

Self-management: Peak performers reliably execute the elements of deliberate practice so they accelerate their pace through performance plateaus, and over the long haul their capabilities and results make them unrecognizable compared to their past history.

Come to this session to learn lessons from organizations (USC Football, GE, Driscoll's, Johnsonville Sausage, Publix) and individuals (Tiger Woods, Steve Jobs, Michael Jordan) who have sustained exceptional performance.

Learning Objectives:

Apply culture-shaping best practices to enable your people to align their actions with unwavering principles that empower high achievement

Apply a systematic coaching process great managers use to elicit the discretionary energy of their top talent, in order to master inevitable performance plateaus and relentlessly raise the bar on performance.

Prepare for your next high achievement goal by developing an action plan and customized scorecard that iincorporates the elements of deliberate practice

Understand the elements of deliberate practice and be able to apply them to produce extraordinary take home results from a conference. (as a conference closing session)

As an elite performance catalyst, Art Turock translates the elements of deliberate practice cited in research into the workplace, to help groups take their performance from good to great.